Chapter 6 Discussion & Review
2. Briefly describe the five process types, and indicate the kinds of situations in which each would be used.
1) Job Shop
It is a small-scale production where the order of items is distinctive in each yield. The equipment applied is of high flexibility and probably may utilize in the manufacture of diverse products besides its main production line. Additionally, the manufacturing is intermittently. The profitability of the production depends on modifications of the process plus procedure formulations, which minimize downtime. For instance, mostly it is evident in tools plus die businesses, which specializes with one commodity of specialization.
2) Batch
The process involves charging materials for production and running to completion before introducing next lot. Production is moderate and is intermittent where modifications are incorporated after each batch according to products specifications. The profitability is determined by operator’s ability to alter process procedures involved to increase batch production. Mainly, this process is applied in bakeries where the product requires adequate residence time to acquire the necessary qualities.
3) Repetitive/ Assembly
The process offers high yields of standardized products coupled with quality services where the process is less flexible compared to others. Mainly, best suits the semiskilled staff whose mandate is controlling using the already programmed system, for instance, automated operations or processes. It is mainly, employed in automobiles.
4) Continuous
The production is non-discrete where the process yields to high-standardized items with absence of varied output. It does not require flexibility since its preservation procedures are inherent from manufacturer. It is mainly, common in petroleum industries and sugar factories.
5) Project
This process is characterized with diverse skilled labor, which ranges from low to high together with its equipment flexibility. It has limited duration with unique programmed targets where the company applying the method is ardently devoted to meet the indicated time. Mainly applied in consulting firms plus advertising companies to launch new products within a given season.
13. What is the goal of balancing? What happens if a line is unbalanced?
It is fore planning of activities and targets together with wise incorporation of both physical and human resources to achieve the anticipated goals with ease within timeframe. In the instances of unbalanced line, the resources defies the tasks being planned to support where the targets are not achieved and mainly yields to failure or suppressing of resources.
23. What is cellular manufacturing? What are its main benefits and limits?
Cellular manufacturing is a process where product undergoes series of machines/equipment in succession with not interruptions in between and absence of product’s accumulation.
Benefits
• Easy to maintain the uniformity of products with least supervision possible since it is well automated.
• It Enhances quality control in entire process, which guarantees production of varied products and in big volumes simultaneously.
• It yields to reduced intense labor involvement, hence decreasing labor expenses.
Limits
• It is inflexible especially during vital modifications to accommodate necessary technological changes.
• It requires augmented resource investment to install and maintaining which may cost the firm highly compared to its production.
• Monitoring of balance amid the cells is impossible during processing.
Chapter 7 Discussion & Review
2. What are some of the main advantages and disadvantages of specialization from management perspective? From a worker’s perspective?
Management perspective.
Advantages
• It yields increased production since each worker is stationed in an area is well versed with, hence shunning unnecessary losses.
• Less supervision on the part of management since a specialized worker is self-motivated by the passion one has in the sector allocation.
• There is adequate labor control by top management since almost each worker is focused to achieve the set targets.
Disadvantages
• Fragmentation of work yields to decreased chances to attain uniformity control.
• Over realization by some employees’ yields to wrangles with top managers on the issue of incorporation and management of resources since many, prefer working at one station and shun rotation.
Worker’s perspective
Advantages
• No overworking of employees since each is allocated to a specialized sector where one is best suited.
• No conflict of authorities where each is answerable to a distinct boss though the firm is big, which incorporates diverse sectors.
Disadvantages
• It yields to boredom to people stationed in one position.
• It enhances marginalizing of employees on the lines of expertise where those semiskilled experiences inferior.
• Mainly it is attributed with absence of motivation especially the low-level labor force since they are semiskilled.
5. Explain the term knowledge-based system.
It is a system, which utilizes acquired expertise to achieve its targets by employing qualified personnel coupled with certain management principles to plan for each required resource required for application. It also, comprises the use of distinct management science, for instance, project management in proper utilization of resources.
7. Some Japanese firms have a policy of rotating their managers among different managerial jobs. In contrast, American managers are more likely to specialize in a certain area (e.g. finance or operations). Discuss the advantages and disadvantages of each these approaches. Which do you prefer? Why?
Advantages
Rotation of managers assists in developing one in his/her career to have varied experience, which makes one competent in different sectors of managerial positions. Additionally, this acts as recruitment once one-post lacks the required person where randomly manager can chip in absence of another shunning loss by the organization.
Disadvantages
This deprives one the competent skills concerning a certain position where the concerned manager only has shallow information or skills, which may tend to slow progress. In addition, current managers may not devote fully to the benefits of the firm since the time one has is limited and is sure that he has to relocate to other firm. Consequently, making the goals he had set not implemented fully by the incoming manager, where in turn declines to instill the policies he finds in his new place of work.
I prefer Americans style where a manger specializes in one position since this enables him have the correct and sound knowledge concerning the field to make progress promptly.
Chapter 8 Discussion & Review Question
7. Outline general approach for developing location alternatives
It comprises:
Initially it is establishing of procedures for meticulous scrutinizing of alternatives, which include revenue. Develop vital factors, which sustain and ensure the profitability of the firm including market and materials. Developing location options and comprise; topographical characteristics which cater community and its needs.
Lastly is final scrutinizing the choices, which leads to best alternative.
Chapter 17 Problems
1. a.
EST = Earliest Starting Time.
LFT = Latest Finish Time.
Activity Duration (D) EST LFT Total Float
1 – 2 4 0 4 0
2 – 4 9 13 21 1
4 -7 5 18 26 3
7 -10 2 21 28 5
10 – 12 3 21 31 0
1 – 3 10 10 10 10
3 – 6 6 16 16 6
6 – 9 4 20 20 4
9 – 11 5 25 25 5
11 – 12 6 31 31 6
2 -5 8 11 19 0
5 -8 7 19 26 0
8 – 10 2 26 28 0
Duration of the project = 31
Total Float = LFT – (EST + D)
Critical Path Analysis = whose Total Float value is Zero
Therefore = 1 -2, 2 -5, 5 -8, 8 – 10, 10 – 13.
b.)
Activity Duration (D) EST LFT Total Float
1 – 2 13 5 18 0
2 -4 15 3 3 -15
4 -6 1 4 4 -1
6 – 8 5 3 9 1
8 – 9 7 -5 2 0
2 – 5 8 2 10 0
5 – 6 6 3 4 -5
1 – 3 13 13 13 13
3 – 7 2 12 11 3
7 -8 2 7 9 0
5 – 7 1 10 11 0
Critical Path Analysis = 1 – 2, 2 – 5, 5 – 7, 7 – 8 & 8 – 9.
Total time = 27.
13.
Critical path analysis diagram.
6 3
5 5
5 5 3
5
7
Activities
1 -2 2 -4 4-7 1-3 3-4 1-5 5-6 6-7
Nodes
1 2 3 1 2 1 2 3 Start
2 3 4 2 3 2 3 4 End
Times
8 7 14 9 8 10 11 12 Normal Crash
10 9 15 11 9 15 13 14 Second crash
8 7 14 9 8 10 11 12 Actual
Paths
1 1 1 0 0 o 0 0
0 0 0 0 0 1 1 1
0 0 1 1 1 0 0 0
The critical Path Analysis = 1-2, 2-4, 1-3, 3-4, 1-5, 5-6 & 6-7
Activities which need to be crashed = 4-7
T0tal cost = 7+9 +8+15+13+14
=$66
